Building a workforce that stays

OCS Influencer John Kenney says contractors who invest in training, embrace cross-training opportunities and foster mentorship are building more than crews; they're building future leaders.

If you talk to almost any contractor in the outdoor living, landscape or pool construction business today, you'll hear a familiar concern: Finding good people is hard. Finding good people who stay is even harder. 

Labor challenges aren't unique to outdoor trades. Still, the seasonal nature of the work, increasing demand and competition for skilled workers have made workforce development one of the biggest challenges facing the industry. The companies that continue to grow aren't necessarily the ones paying the most or offering the newest equipment. More often, they're the ones who have figured out how to create a workplace where people can build a future. 

I've spent most of my career working with contractors across the construction industry, and one thing has remained consistent. The companies with the strongest crews view workforce development as a long-term investment, not a short-term hiring exercise. 

One of the first shifts that needs to happen is how these careers are presented. Too often, outdoor construction, landscaping and pool installation are viewed as temporary jobs rather than skilled professions. That's a mistake. 

These industries offer opportunities for people to learn technical skills, manage projects, supervise crews and build rewarding careers. Whether someone starts installing pavers, maintaining pools or assisting with landscape construction, there should be a visible path for growth. When employees can see where they are headed, they're more likely to stay committed to the company and help it get there. 

Cross-training is one of the most effective tools available to support that growth. 

Many outdoor contractors operate in related service areas. Pool builders often work alongside landscape contractors. Maintenance teams interact with installation crews. Hardscape professionals coordinate with irrigation specialists. Those connections create opportunities to develop broader skill sets across the workforce. 

Cross-training benefits both employees and employers. Workers gain valuable experience and become more versatile. Contractors gain flexibility when scheduling crews and managing workload fluctuations throughout the year. During slower periods in one area of the business, employees may be able to contribute in another, helping stabilize both staffing and production. 

I've seen companies significantly reduce turnover simply by exposing employees to multiple aspects of the business. People are more engaged when they're learning, developing and expanding their capabilities. Repeating the same task every day eventually leads to burnout. Learning new skills creates opportunity. 

Mentorship also plays a major role in retention. 

Most skilled tradespeople can point to someone who helped them early in their career. It may have been a foreman, a supervisor or an experienced technician who took the time to explain not just how something was done, but why. Those moments matter. 

The best contractors create environments where that knowledge transfer happens naturally. Experienced employees understand that part of their role is helping develop the next generation. New employees gain confidence because they know they have someone to turn to when challenges arise. 

Mentorship doesn't require a formal program or complicated structure. Often, it starts with leadership recognizing the value of experience and encouraging seasoned employees to share what they've learned. 

The companies that excel at workforce development also recognize that retention goes beyond compensation. Competitive pay is important, but employees also want consistency, communication and respect. They want to know what's expected of them and how they contribute to the company's success. 

Strong cultures are built through daily interactions. Clear expectations, honest communication and opportunities for advancement create an environment where people want to stay. When employees feel valued and see a future for themselves, loyalty follows. 

The outdoor living and pool industries continue to grow, but that growth will depend heavily on the ability to develop and retain skilled people. Contractors who invest in training, embrace cross-training opportunities and foster mentorship are building more than crews. They're building the future leadership of their companies. 

At the end of the day, projects don't build themselves. Success still comes down to people. The contractors who understand that — and invest accordingly — will be the ones best positioned for long-term growth.